Organizations have changed from operating solely in one nation to operating in a global or multinational environment where they sell products and services across the globe (Doob, 2013). Developing a cultural mindset that validates and incorporates diverse views and cultures will allow an organization to thrive and improve productivity. Therefore, the purpose of this post is to develop and implement a cultural mindset that can meet the needs of a diverse and global group of employees. To accomplish this, the I will discuss: the integration of multiple perspectives in a complex environment so a leader can be effective in a culturally diverse organization, how an inclusive leader can develop a common cultural mindset with negotiation strategies, and the communication methods that are appropriate for cross-cultural mergers, joint ventures, and acquisitions.
Mindset Integration
Integrating diverse perspectives into an organizational environment can prove to be challenging. However, the cosmopolitan mindset parallels an organization that is culturally diverse. More specifically, cosmopolitanism supports a diverse organizational culture because the structure is based on shared economic interests, mutually respectful relationships, and inclusive morality (Kwame, 1997). Bucker (2010) expressed that cosmopolitanism is a global mindset based on “cross-cultural competence, intercultural sensitivity, and cultural intelligence” (p. 1). This mindset will help a leader: focus on shared morality, develop a single organizational culture, and open up new ideas. Similarly, the geocentric perspective can be integrated into a culturally diverse organization. For instance, the geocentric mindset focuses on non-judgmental observation, tolerance of ambiguity, adoption of new practices, adjusting of perception, reexamination of questions, interdependent workload, and mental stability and growth (Funakawa, 1997). When followers utilize the geocentric mindset, they are flexible across cultures because the mindset ensures followers: refrain from judging colleagues, incorporate new ideas and concepts, allow for uncertainty, modify their thinking, and focus on relying on colleagues to accomplish organizational outcomes. On the other hand, the sociocentric perspective is the most challenging because of the belief that a group is superior to others (Harwood, Handwerker, Schoelmerich, & Leyendecker, 2001). In addition, Harwood et al. (2001) discovered that a sociocentric group focuses only on the group itself and does not look outward. This mindset would eventually lead a group to closing opportunities or divergent ideas that could be profitable or innovative. A leader would need to guide this group to thinking outside the box and consider ideas that are innovative, which would prevent the organization from becoming stagnant.
Negotiation Strategies
The negotiation strategies an inclusive leader would utilize to establish a common cultural mindset depends on the embedded traits and characteristics of an inclusive leader. More specifically, Hollander (2009) discovered that an inclusive leader builds two-way relationship based on respect, recognition, responsiveness, and responsibility. With this in mind, blending mindsets into a common culture can be accomplished by an inclusive leader valuing and respecting their followers. Furthermore, an inclusive leader would need to recognize the strengths of each group of people and respond to what each group is offering. For instance, if one group has a specific idea that is innovative and cutting edge, an inclusive leader needs to recognize the idea for its merits and help the group develop the idea to fruition. However, if the idea were missing grit, then the leader would be responsible for guiding the idea so that it is worthy to further develop. During the entire process, the inclusive leader needs to actively participate in the process by encouraging cooperation and collaboration while simultaneously promoting competition. Along the same lines, an inclusive leader develops a common culture where information is exchanged, between leader and follower, to improve decision-making (Horwitz & Horwitz, 2007). When an inclusive leader allows information to be exchanged freely, the leader is breaking down any barriers that may prevent followers from sharing their ideas in an open forum. The key for negotiation strategies to be effective is open communication and the exchange of information so leader and follower are working collaboratively.
Communication Strategies
Communication to any group, whether culturally diverse or not, is the impetus for any mergers, joint ventures, and acquisitions to occur successfully. To properly align two organizations during a merger, an inclusive leader would need to communicate messages in a simple manner (Everse, 2011). Messages should not be open for the interpretation of followers because simple messages will prevent information from being misinterpreted. When messages are interpreted incorrectly, leader and follower have different ideas of what is expected. Another important communication strategy is to incorporate the insights of followers. Incorporating followers’ insights demonstrates that the leader is recognizing and utilizing advice provided by the staff. Communication needs to inspire, educate, and reinforce (Everse, 2011) the message that is being conveyed to a culturally diverse organization. Inspiring followers to believe that a merger is going to be productive and profitable for both organization can be accomplished through educating followers about how a merger will be beneficial for both organizations is going to be key for an inclusive leader. Reinforcing the purpose and objectives for acquiring another organization is informing followers of the important content and will give followers confidence about the acquisition. If an acquisition is going to be successful, communication should not be top-down through the structured-hierarchy, rather utilizing an integrative approach (Everse, 2011). Dialogue needs to occur with employees at all levels so they understand the purpose, objectives, and need for the acquisition. Another important communication strategy is authentically communicating with employees. For example, Everse (2011) explained that leaders should take off their executive hat and speak to employees authentically. This strategy parallels the inclusive leadership characteristic where a leader does not think they are a hero, but an “agent who develops, inspires, and enables others” (Horwitz & Horwitz, 2007, p. 988). Communicating with a culturally diverse group needs to be authentic, integrative, simple, and based on employee insights.
Conclusion
In sum, inclusive leaders have the necessary traits and characteristics to develop and implement a common cultural mindset within multi-national and culturally diverse organizations. To accomplish a successful cross-cultural merger, joint venture, or acquisition, an inclusive leader needs to guide the group to thinking outside the box and consider ideas that are innovative, which would prevent the organization from becoming stagnant. The leader needs to tailor negotiation strategies to maximize effectiveness by opening lines of communication and allowing information to be exchange freely between leader and follower. Successfully developing and implementing a cross-cultural merger, joint venture, or acquisition depends on an inclusive leader communicating in an authentic, integrative, and simple manner so employees from both organizations feel their ideas and insights are part of the decision-making process.
References
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